How Leaders Can Impact Team Culture for True Digital Adoption
By Manish DudharejiaAug 12
Published October 24th 2016
Over the past 140 years, Ericsson has been at the forefront of communications technology.
Over 40% of the world’s mobile traffic is carried over Ericsson’s networks. They have customers in over 180 countries and industry solutions ranging from Cloud services, Mobile Broadband, Network Design and Optimization.
Ericsson has one of the industry’s strongest patent portfolios with a total count of over 39,000. Research & Development (R&D) is at the heart of its business and approximately 23,700 employees are dedicated to it R&D activities alone.
We recently spoke to Sven Bergvall, Brand Performance Manager at Ericsson, who has been a Brandwatch customer for over two years.
We spoke to Sven about how Ericsson deploys social insights, the benefits – as well as the challenges – of having access to a plethora of social data.
I’m globally responsible for perception, insights and analysis from an outside in perspective. What that means is that I am responsible for gathering insights from customers and prospects on what their perception of Ericsson and the market situation is, as well as the perception of our digital presence.
My role sits within the Marketing Communications Team at Ericsson. I’m not responsible for content itself, I provide insights into key issues and key trends, and then I pass those insights onto more content related teams within marketing and communications.
Multiple teams make use of Brandwatch Analytics, and the usage is very varied across each department.
Our Media Relations and PR teams use Brandwatch, both here in Sweden, but also on a global level, finding and monitoring their respective, regional country level content.
Brandwatch is a key tool for us, but I’ve found it’s always an educational journey when it comes to using a tool like Brandwatch. Not only for finding how to use the platform, but also understanding what you’re actually getting, what type of information you are looking for.
Once the various teams understand the capabilities of the platform I can help by providing insights that are relevant to their work.
As an organisation we use Brandwatch in three distinct ways. The first one is in terms or target follow-up – we use it as a way to understand how we have performed in relation to competitive benchmarks.
We have a number of brand Queries set-up within Brandwatch to help us understand how our visibility is within the different key markets and key publications, as well as within a number of key topics.
Then we have the more event based monitoring, or campaign-based tracking that we do within Brandwatch. We’re able to set specific time parameters within the platform to monitor specific activities. We can then find influencers and review how we performed against other events. We can also ascertain how we performed against key KPIs or goals determined ahead of a campaign.
Thirdly I would say, (and this to me is the direction that we of course should move in much more strongly) is the proactive work that Brandwatch enables us to do. Brandwatch helps us identify emerging trends and topics, picking up the key influencers that we really want to reach with our messaging with content.
We’re often talking as a company about three very important areas going forward;
We’ve been working hard to understand how those topics are developing, to make sure that our messaging is in line with what the core subjects and themes are around those topics.
Using Brandwatch, it has been a really interesting journey for us in terms of understanding who is actually driving the conversation with these topics and adapting the way that we interact with those key stakeholders.
Yes, my role is global. I’m using Brandwatch to monitor in all languages. Although my understanding and insights are in English and Swedish.
Listening to customers all around the world is part of the charter of being a global organization.
We have spread the responsibility into the different regions that we’re working in and the different countries where people are tasked in understanding the local context. You need that local knowledge and understanding because that can be where you get all the nuances.
Part of the challenge of being a B2B brand is that we have to filter out a lot of filter out irrelevant content. It can often be hard to find the real nuggets, the golden nuggets that you need to act upon within that context.
The ability to see things in real time, that’s a big difference. We’re getting a live feed of topics, sentiments and influencers. These real-time insights have the potential to really shake up the organizational structures for us as a company, how we have to work and how we have to react to things.
Since the world is moving faster and faster, it helps if you also have an understanding of what is going on in real-time.
Seeing our share of voice increase, when compared to a relevant set of benchmark competitors makes me really happy.
Also, of course, getting engagement from the content that we put out as those are very important metrics for us.
When it comes to the more long-term aspects, one of the key areas is to see whether or not we are reaching the right kind of key influencers. So when we do that, it is viewed as a great success.
It’s such an intense pace of change when it comes to consumer behaviour within this space.
Twitter and the like is one side of the coin, but we’ve also seen a whole shift in the way that traditional journalism is working. Not only in terms of what gets published, but also how things are working within that space. It’s really interesting to see how that will continue to evolve into something that will likely be completely different.
Using social listening has become crucial in becoming the agile communications department that you need to be in order to make a difference to operations in the world that we live.
A big thanks to Sven for speaking with us. This interview is one in a series with industry experts, with more to come.